Post on 27-Mar-2015
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HR as a HR as a knowledge knowledge facilitator facilitator
or Manager or Manager
ITU Regional Workshop on “Strategic HR Management”
Cairo Egypt 13-17 April 2008
Lecture 6
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Definition of KnowledgeDefinition of Knowledge
Knowledge is defined as information that an individual or organization possesses that is relevant, actionable or linked to a potential action.
Knowledge in an organization resides in the workforce, internal and external relations, and systems, processes and practices (human capital, social capital and structural capital).
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Forms of KnowledgeForms of Knowledge
There are two primary forms of knowledge:
EXPLICIT- That can be codified, communicated and easily transferred
TACIT- That which can not be codified or easily communicated e.g. intuition, beliefs, value and mind sets. What with time translates into organizational culture.
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Knowledge Knowledge Management/FacilitationManagement/Facilitation
Knowledge management or facilitation means the efficient and effective utilization of the stock and flow of knowledge available in an organization to attain positive and desirable outcomes
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Positive and Desirable Positive and Desirable OutcomesOutcomes
• Creating a competitive advantage over rivals/competitors
• Creating a customer focus culture that will enable the organization attract and retain customers.
• Increase organizational productivity through improved productivity or introduction of new products
• Develop team working that will enable an organization timely respond to challenges
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HR Expected Actions HR Expected Actions
Acquisition of Knowledge Attraction and Retention
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Explicit Knowledge Explicit Knowledge
Identifies sources of knowledge Consults with Line management on
the appropriateness of the programs and staff to attend, and most effective methodology of delivery .
Facilitates the sharing of acquired knowledge.
Develops mechanism for accessing the impact of the imparted knowledge
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Tacit KnowledgeTacit Knowledge
Puts in place systems that will bring about positive behavior changes in the organization
Arranges events aimed at cultivating harmonious relations among employees or with customers
Develops programs that will enhance team work among manager and employees
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EXAMPLES OF SPECIFIC EXAMPLES OF SPECIFIC ACTIONSACTIONS
EXPLICIT KNOWLEDGE:• THE BUSINESS STRATEGY OF THE FIXED
TELECOMMUNICATIONS COMPANY IS TO DEPLOY A MULTIMEDIA BACKBONE NETWORK THAT WILL OFFER DATE, VOICE AND BROADCASTING SERVICES. THIS WILL BE DONE BY USING OPTICAL FIBER TRANSMISSION
• THE END USER SERVICES WILL BE OFFERED AS PRE-PAID SERVICES AND LOCAL AGENTS AND SUB-AGENTS WILL BE USED TO SELL PREPAID CARDS
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STEP ONE:• IN COLLABORATION WITH THE USER DEPARTMENT, LIST THE
CURRENT SERVICES BEING OFFERED TECHNOLOGY INSTALLED AND THE COMPETENCIES AVAILABLE
STEP TWO:• THE DISTRIBUTION OF STAFF BY CATEGORY
STEP THREE:• IDENTIFY THE LIST OF TECHNOLOGY TO BE DEPLOYED,
SERVICES TO BE OFFERED AND THE COMPETENCIES THAT WILL BE REQUIRED
STEP 4:• IDENTIFY THE STAFF NEEDS AND COMPETENCIES REQUIRED TO
MANAGE THE NEW NETWORK STEP 5:
• IN THE EVENT THERE ARE OTHER OPERATORS THAT HAVE DEPLOYED A MULTIMEDIA NETWORK, CONDUCT A SURVEILLANCE STUDY ON HOW THEY IMPLEMENTED THE PEOPLE SIDE ISSUES
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• STEP 6:• ASSESS THE IMPACT ON STAFFING• DO A TRAINING NEEDS ASSESSMENT AND DRAW
A TRAINING PLAN• COME UP WITH AN ESTIMATE OF STAFF TO BE
MADE REDUNDANT• EXISTING STAFF THAT CAN BE TRAINED• NUMBER OF NEW STAFF TO BE EMPLOYED• DRAW UP AN HR PROJECT PLAN SO THAT ALL
STAFF ARE IN PLACE WHEN REQUIRED AND MINIMIZE ON PROLONGED STAY OF STAFF TO BE MADE REDUNDANT
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STEP 7:• SUBMIT TO MANAGEMENT FOR
DISCUSSIONS AND APPROVAL
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TACIT KNOWLEDGETACIT KNOWLEDGE
DURING A MANAGEMENT MEETING MANAGERS HAVE REALIZED THEY DO NOT WORK AS A TEAM AND BELIEVE SOMETHING SHOULD BE URGENTLY DONE• IDENTIFY A CONSULTING FIRM THAT HAS
EXPERTISE IN TEAM BUILDING• ARRANGE FOR WEEKEND RETREAT TO
DEVELOP THEIR RELATIONSHIP
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ASK THE CONSULTING FIRM TO• CONDUCT A 360 DEGREES FEEDBACK IN
ORDER TO IDENTIFY THE STRENGTHS AND WEAKNESSES OF MANAGERS
• REPEAT EVERY 3 MONTHS FOR AT LEAST A YEAR
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ATTRACTION AND RETENTION ATTRACTION AND RETENTION OF HUMAN CAPITALOF HUMAN CAPITAL
SECURITY, PERMANENCY AND PENSION WERE THE TRADITIONAL STRATEGIES FOR ATTRACTING AND RETAINING TALENT IN ORGANIZATIONS
THE WORKFORCES WAS CONSIDERED AS AN ORGANIZATIONAL ASSET JUST LIKE PHYSICAL ASSETS. ONCE PROCURED THERE WAS A SPECIFIC EMPLOYMENT PERIOD BEFORE BEING DECLARED OBSOLETE
TODAY HUMAN CAPITAL IS NO LONGER OWNED BY ORGANIZATIONS – IT’S BEING RENTED TO THE ORGANIZATIONS
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• THE WORKERS ARE INCREASINGLY IN CONTROL OF THEIR WORKING LIVES, THEY ARE INCREASINGLY CHOOSING WHERE THEY INVEST THEIR TALENTS, TIME AND ENERGY. JUST IN THE SAME WAY PEOPLE INVEST IN STOCKS
• IT IS THE RESPONSIBILITY OF EACH ORGANIZATION HOW TO DEVELOP STRATEGIES THAT WILL ATTRACT AND RETAIN TALENT THAT CREATE A COMPETITIVE ADVANTAGE FOR THE ORGANIZATION
• ORGANIZATIONS NEED TO MAKE POLICY CHOICES ON THE EXTENT THEY DEVELOP OR BRING IN HUMAN CAPITAL
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ORGANIZATIONS NEED TO COME UP WITH STRATEGIES THAT ADDRESS THE ISSUE OF DEVELOPING THE CAPABILITIES OF INDIVIDUALS AND TEAMS• REWARD STRATEGIES SHOULD PARTLY BE BASED
ON THE MARKET WORTH OF THE INDIVIDUAL AS WELL AS THE MARKET ROLE OF THE JOBS
• ORGANIZATIONS NEED TO DEVELOP MEANS OF RECOGNIZING ACCOMPLISHMENT THROUGH FORMAL RECOGNITION SCHEMES
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HR HAS A CRITICAL ROLE IN DEVELOPING ATTRACTION AND RETENTION SCHEMES OF THE WORKFORCE• JOB ADVERTISEMENT IS THE INITIAL LINK BETWEEN
THE APPLICANT AND THE ORGANIZATION, AND THEREFORE SHOULD CONTAIN ALL THE RELEVANT INFORMATION ON THE JOB, THE ORGANIZATION AND THE COMPETENCIES REQUIRED
• APPLICANTS APPEARING FOR INTERVIEWS TEND TO ASK THE INTERVIEWING PANEL OF THE REWARD SYSTEM IN PLACE, AS WELL AS PROMOTIONAL AND DEVELOPMENTAL PROSPECTS
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ATTRACTIVE REWARD, PROMOTION AND DEVELOPMENT SYSTEMS WILL ENCOURAGE PROSPECTIVE ENTRANTS TO JOIN THE ORGANIZATION
RETENTION OF PEOPLE WITH GOOD MARKET VALUES WILL DEPEND ON• THE MANAGEMENT STYLES OF THEIR LEADERS• HOW STAFF ARE MOTIVATED • THE ORGANIZATIONAL ENVIRONMENT• LEVEL OF EMPOWERMENT IN DECISION MAKING
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EXAMPLES OF POOR RECRUITMENT EXAMPLES OF POOR RECRUITMENT AND PROMOTION POLICYAND PROMOTION POLICY
THE ENTRY SALARY FOR EACH GRADE WILL BE AT THE BEGINNING OF THE SALARY SCALE
STAFF ARE ELIGIBLE FOR PROMOTION ON COMPLETION OF 3 YEARS IN THEIR GRADE, SUBJECT TO AVAILABILITY OF VACANCIES IN THE NEXT GRADE
THE HEAD OF DEPARTMENT AS WELL AS AT CROSS TRANSFER RECRUITMENT WILL NOT BE ALLOWED UNLESS APPROVED BY THE HEAD OF DEPARTMENT IN WHICH THE VACANCY EXISTS
EMPLOYEES SEEKING TO PURSUE ACADEMIC QUALIFICATIONS EXCEEDING 6 MONTHS CAN DO SO AFTER RESIGNING FROM THE SERVICES OF THE ORGANIZATION
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Thanks for your Attention
Alf Sukkuran