A SpeciAl RepoRt Human capital Management€¦ · report_ekm_052010.pdf] stated that: “Knowledge...

A SpeciAl RepoRt

Human capital Management

December 2011

Human Capital Management

December 2011

Developed by:

E-Business Steering Group

© 2011 Aerospace Industries Association of America, Inc.

1000 Wilson Boulevard, Suite 1700, Arlington, Virginia 22209 n www.aia-aerospace.org

2 Human Capital Management

Ta b l e o f C o n T e n T s

Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

The Business Problem . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

The Capability Maturity Matrix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Capture Category . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Manage Category . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Use Category . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

eDiscovery/Preserve Category . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

Tools and Technologies Capability Maturity Matrix Levels . . . . . . . . . . . . . . . . . . . . 14

Networking Technologies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Wiki . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Web-Collaboration Work Spaces . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Product Data Management Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Database & Audio-Video Knowledge Capture . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Knowledge Search Tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Storage Systems (Data, Audio, Video) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Social Media Solutions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

Individual Consumer Devices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

Key Considerations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

Improving the Management of Human Capital . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

Governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

Appendices

Appendix A: The Human Capital Management Maturity Matrix . . . . . . . . . . . . . . . . 19

Appendix B: The Tools to Support Maturity Levels . . . . . . . . . . . . . . . . . . . . . . . . 24

About AIA and Member Companies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

Human Capital Management 1

e x e C u T i v e s u m m a ry

The intellectual capital of an organization is defined as the sum of all its recorded “explicit” knowledge and the collective “tacit” knowledge of all its employees and supply chain. a company’s capability to manage its human capital and that of its suppliers and team members will affect its ability to compete in the future and to respond to the requirements of contracts and legal proceedings.

The aerospace industries association has identified the loss of intellectual capital caused by a changing workforce as a critical issue for the future success of the industry and a strategic priority for action. Personnel changes occur with retirement or unexpected events such as death or illness, workforce reduction or natural disaster.

This report provides a framework of Key Performance indicators (KPi) for an organization to assess its ability to retain the critical knowledge that it needs, both internally and within its supply chain. it is recommended that an enterprise should assess its maturity against the KPis and establish the level of capability that is required to effectively manage its risk as identified by internal business process requirements or mandated by contractual obligations.

any gaps or shortfalls can then be assessed to establish an improvement plan, which may involve the development and implementation of enterprise policies and processes, and the corresponding training of staff.

one key mitigation is to record the tacit knowledge of employees in an explicit form so that it can be used by others. in 2010, aia published an initial statement of the likely impact of a number of emerging disruptive information technologies and the business, technical, cultural, operational and security implications for our industry, with the claimed benefits, risks and mitigations. The report, “Disruptive information Technologies” [http://www.aia-aerospace.org/assets/report_ebiz_2010_web.pdf] concluded that there are business advantages to utilizing these new technologies for tasks such as the capture of critical business knowledge.

This report identifies a number of tools and technologies that can be deployed by an organization to increase the level of maturity and reduce the business risk where required, and shows which technologies can be applied to each Key Performance indicator.

risks arising from the supply chain can also be mitigated by appropriate contractual arrangements to ensure continued access to their knowledge.

http://www.aia-aerospace.org/assets/report_ebiz_2010_web.pdf




T h e bu s i n e s s P ro b l e m

The intellectual capital of an organization is defined as the sum of all its recorded information and the knowledge of all its employees. The sources of knowledge available to a company are:

n explicit knowledge stored in data repositories

• internal Knowledge base

• managed and unmanaged repositories within a company

• external Knowledge sources

• managed and unmanaged resources available. such as those on the internet

• supply chain repositories

n Tacit knowledge only stored in the brain of one or more of its individual employees

• not explicitly stored in any physical or electronic form

• based on experiences and lifelong learning

Tacit knowledge may be articulated, codified and stored as explicit knowledge where it becomes available in a manner that is readily accessible.

aia has identified the loss of intellectual capital caused by a changing workforce as a critical issue for the future success of the industry, and a strategic priority for action. The following is a quote from aia’s 2008 report, “launch into aerospace: industry’s response to the Workforce Challenge” [http://www.aia-aerospace.org/assets/workforce_report_1_sept08.pdf].

“The aerospace community risks the loss of intellectual capital and will be unable to meet the forecasted needs for business….From the top of every organization, industry must embrace the systemic changes required to rebuild the foundation of America’s aerospace workforce.”

The human capital management problem has a number of inter-related aspects and causes:

n aging and retiring workforce

n Workforce reductions

n Gen-x tendency to switch jobs

n alternative work strategies (mobile devices)

n virtual work space inhibits mentoring

n loss of critical skills

http://www.aia-aerospace.org/assets/workforce_report_1_sept08.pdf

http://www.aia-aerospace.org/assets/workforce_report_1_sept08.pdf


n alternative sourcing strategies

n immigration laws

n binary event – loss of manpower to outsourcing

n Culture of knowledge hoarding

This situation is exacerbated by the diminishing pool of trained resources that are available to fill the gap. it is no longer possible to rely on an adequate supply of new graduates and experienced players.

aia’s 2009 “electronic Knowledge management” paper [http://www.aia-aerospace.org/assets/report_ekm_052010.pdf] stated that:

“Knowledge Management is the discipline of enabling individuals, teams and entire organizations to collectively and systematically capture, store, create, share and apply knowledge to better achieve their objectives.”

electronic Knowledge management facilitates the capture and protection of an enterprise’s critical knowledge retained by an individual via electronic media.

a company’s capability to retain the knowledge it has invested so much in attaining internally and by its suppliers and team members will affect its ability to compete in the future and to respond to the legal requirements of contract and legal proceedings.

This report provides a framework for an organization to assess the maturity and security of its capability to retain the critical knowledge that it needs, both internally and within its supply chain. it also highlights emerging information technologies that can be used to increase the level of maturity and reduce the business risk where required, and shows which technologies can be applied to each KPi.

The assessment can be applied within an organization or to its suppliers in order to assess the risks of loss of critical knowledge.

http://www.aia-aerospace.org/assets/report_ekm_052010.pdf




T h e C a Pa b i l i T y m aT u r i T y m aT r i x

The human Capital management maturity matrix in appendix a identifies a number of KPis for effective human Capital management. These KPis are divided into the four main categories of electronic Knowledge management:

n Capturing knowledge

n managing knowledge

n using knowledge

n Preserving knowledge (eDiscovery)

The following figure is taken from the aia 2009 “electronic Knowledge management” paper.

Figure 1: Knowledge Management and eDiscovery Processes



for each KPi listed below by category, the matrix gives a set of evidence that allows an enterprise to assess their current and desired capability. The levels of maturity follow a common pattern:

n level 0 – no policy, awareness or capability

n level 1 – individual application of best practice

n level 2 – uncoordinated application in group(s) within the organization

n level 3 – enterprise-wide policy qualitatively defined

n level 4 – Policy applied and quantitatively managed across the enterprise

n level 5 – systematic optimization of related practices across the enterprise

Capture Category

Employee skills are identifiedThis KPi establishes the extent to which an enterprise identifies and manages the available skills of its workforce.

Level 1 Level 2 Level 2 Level 3 Level 4 Level 5

Initial Managed Qualitatively Defined

Quantitatively Managed and Validated

Systemically Optimized

No action Employees know their own skill set, however they have not captured them

Unstructured identification and capture of skill set (e.g., resume)

Structured skills identification and capture (e.g., recorded in HR System)

Annual employee skills identified, captured, and managed

Skills identified, captured, and managed continuously

Critical business skills are identifiedThis KPi establishes the extent to which an enterprise identifies and records the skills that it needs to operate its business, and the sources of its knowledge.





No action Immediate manager knows skills needed for job

Immediate manager defines critical vs. non-critical skills

Enterprise-wide process for identifying critical skills with knowledge sources defined

Critical skills and knowledge sources defined, captured and reviewed annually by the enterprise

All current critical skills and knowledge sources defined and future requirements identified


Critical skill sets are maintainedThis KPi establishes the extent to which an enterprise actively manages and evolves its critical skills set. The enterprise has a plan to retain existing critical skills and acquire new critical skills as needed.





No plan exists Immediate manager addresses each case as needed

Immediate manager has template plan in place to retain critical vs. non-critical skills

Enterprise-wide plan to retain critical skills with knowledge sources defined

Enterprise-wide plan to retain in explicit form critical skills with knowledge sources implemented and reviewed annually

Enterprise-wide plan to retain existing and acquire new critical skills with explicit knowledge sources implemented and reviewed annually

Preparedness for unexpected loss of an employeeThis KPi establishes the extent to which an enterprise is prepared for the unexpected loss of critical tacit knowledge because of the immediate loss of an employee. (e.g., death, health issues, legal action, etc.)





Unprepared for any employee separation from the enterprise scenario

Immediate manager addresses each case as needed

Immediate manager has established some job function redundancy

Enterprise-wide tacit knowledge retention with succession plan in place

Enterprise-wide tacit knowledge retention in an explicit form and succession plan reviewed annually and adjusted as required

Enterprise-wide system that routinely captures and retains tacit knowledge in an explicit form


Preparedness for planned or expected loss of critical tacit knowledgeThis KPi establishes the extent to which an enterprise is prepared for the expected loss of critical tacit knowledge through the departure of an employee such as through a reduction in force or a retirement.







Immediate manager has established some job function redundancy and executes a knowledge exchange

Enterprise-wide policy for executing a knowledge retention plan when a employee is known to be leaving

Enterprise-wide human resources is aware of an employee’s unavailability because of retirement eligibility, illness, dismissal, force reduction, etc. and takes the action to inform management of a potential knowledge loss to ensure a knowledge retention plan is executed as per policy

Enterprise-wide system that routinely captures and retains, and manages tacit knowledge in an explicit form

Tacit knowledge is retainedThis KPi establishes the extent to which an enterprise is prepared for retaining captured tacit knowledge.





No capability Immediate manager addresses each case as needed






Technical documents are retainedThis KPi establishes the extent to which an enterprise is prepared to retain technical knowledge through documents and objects that are captured as a required action per policy.





Non-enforced individual retention of documents and objects only

Ad hoc enforcement for individual retention of documents and objects

Local policies for retention of documents and objects in a shared repository

Enterprise-wide technical data retention policy defined

Enterprise-wide technical knowledge is captured as a required action per policy

Enterprise-wide technical knowledge, documents and object are captured as a required action per policy (automated application of policy where applicable)

Business documents are retainedThis KPi establishes the extent to which an enterprise is prepared to retain business knowledge through documents and objects that are captured as a required action per policy.








Enterprise-wide business information retention policy defined

Enterprise-wide business knowledge is captured as a required action per policy

Enterprise-wide business knowledge, documents and object are captured as a required action per policy (automated application of policy where applicable)


Collaborative knowledge is retainedThis KPi establishes the extent to which relevant communications and collaboration (such as email, chat, recorded audio, recorded video and letters) are retained.





Non-enforced individual retention of communications and collaboration objects only

Ad hoc enforcement for individual retention of communications and collaboration objects

Local policies for retention of communications and collaboration objects in a shared repository

Enterprise-wide retention policy defined for communications and collaboration content

Enterprise-wide communications and collaboration knowledge is captured as a required action per policy

Enterprise-wide business knowledge, documents and object are captured as a required action per policy Automated application of policy where applicable

Manage Category

Disaster recovery plans for explicit knowledge are maintained internallyThis KPi establishes the extent to which disaster recovery plans are in place to prevent the loss of accessibility to explicit knowledge maintained internally.





No action Ad hoc individual back-up of retention of relevant explicit knowledge, documents and objects

Local policies for back-up, archival and retrieval of relevant explicit knowledge, documents and objects

Enterprise-wide policies and procedures are defined for back-ups, archival and retrieval of relevant explicit knowledge, documents and objects

Enterprise-wide policies and procedures are implemented for back-ups, archival and retrieval of relevant explicit knowledge, documents and objects

Automated fail-over practices in place


Disaster recovery plans for tacit knowledge are maintained internallyThis KPi establishes the extent to which disaster recovery plans are in place to prevent the loss of accessibility to tacit knowledge maintained internally.





Unprepared for any employee separation scenario

Immediate manager is aware of need for cross-training and rotation of duties

Local policies for geographic distribution of human capital and their tacit knowledge

Enterprise-wide geographic distribution of human capital and their tacit knowledge policy defined

Enterprise-wide geographic distribution of human capital and their tacit knowledge required action per policy

Geographically dispersed staff that can support critical tasks

Disaster recovery plans for knowledge are maintained externallyThis KPi establishes the extent to which disaster recovery plans are in place to prevent the loss of accessibility to tacit and explicit knowledge maintained externally by third parties.





Unprepared loss of a third party service

Individual specific plan defined for unexpected loss of a third party service

Local site plan defined for unexpected loss of third party services

Enterprise-wide policy and procedures defined for unexpected loss of any third party services

Enterprise-wide policy and procedures applied with third party to insure access to all needed knowledge

Assured access to external knowledge supported (e.g., escrow for explicit knowledge)


Employee training is providedThis KPi establishes the extent to which training in place for all employees to ensure awareness of the importance of knowledge retention.





No training Ad hoc training for specific task

Local site-based training

Enterprise-wide systemic based training policy

Enterprise-wide systemic based training applied to all staff

Well-trained employees with regular training refresh

Knowledge retained electronically is accurate and completeThis KPi establishes the extent to which knowledge systematically reviewed for accuracy and completeness.





Not validated Ad hoc validation of knowledge accuracy and completeness

Planned validation of knowledge accuracy and completeness

Enterprise-wide policy and procedures defined for validating accuracy and completeness of knowledge

Enterprise-wide policy and procedures applied for validating accuracy and completeness of knowledge

Knowledge systematically reviewed for accuracy and completeness

Knowledge retained electronically is kept relevantThis KPi establishes the extent to which knowledge is systematically tracked and reviewed for continued relevance (e.g., social media tagging for useful content).





Not validated Ad hoc validation of knowledge relevance assessment

Planned validation of knowledge relevance assessment

Enterprise-wide policy and procedures defined for validating relevance of knowledge

Enterprise-wide policy and procedures applied for validating relevance of knowledge

Knowledge is systematically tracked and reviewed for continued relevance (e.g., social media tagging for useful content)


Explicit knowledge is reliably storedThis KPi establishes the extent to which knowledge retained electronically is stored in a reliable way, taking into account integrity and access control while maintaining it in an accessible and usable form.





Knowledge is stored in an unmanaged way

Individuals reliably manage knowledge storage and access control

Local site-based reliably managed knowledge storage and access control

Enterprise-wide policy and procedures defined for reliably managed knowledge storage and access control

Enterprise-wide policy and procedures applied to reliably manage knowledge storage and access control

Knowledge systematically reviewed for integrity, access control and usability

Use Category

Relevant knowledge is usableThis KPi establishes the extent to which knowledge is seamlessly available, accessible (Pull) and/or distributed (Push) to those who need to know in a convenient and timely manner.





Knowledge is not used because it is not easily accessible or it is not distributed

Ad hoc distribution and access

Local awareness of how to effectively access and use knowledge repositories

Enterprise-wide awareness, availability of knowledge repositories and distribution channels for knowledge defined

Enterprise-wide awareness, availability and use of knowledge repositories and distribution of knowledge

Knowledge is seamlessly available, accessible and/or distributed to those who need to know


eDiscovery/Preserve Category

Knowledge retention practices are compliant with eDiscovery/PreserveThis KPi establishes the extent to which knowledge retention policy and processes comply with legal requirements (e.g., spoliation prevention).





Knowledge retention policies do not exist

Individual identification and retention of relevant objects only

Local policies for retention of communications and collaboration objects

Enterprise-wide communications and collaboration data preservation retention policy defined

Enterprise-wide communications and collaboration data preservation retention policy implemented

Integrated search for and preservation of knowledge seamlessly supports eDiscovery


T o o l s a n D T e C h n o l o G i e s C a Pa b i l i T y m aT u r i T y m aT r i x l e v e l s

This matrix identifies a number of tools and technologies that can be deployed to raise the level of maturity of an organization for one or more KPis. This is not necessarily an exhaustive list, but indicates the minimum level of technology that is required to achieve the corresponding Capability maturity matrix level. appendix b shows the tools and technologies that can be applied to improve maturity in each KPi.





Tools & Technology

None Individual non-shared storage on a local computer drive

Local policy and/or basic computer file system Some shared or networked file system capability

Enterprise-wide policies, procedures and standards for knowledge capture, management and use of knowledge


Networking Technologiesaccess to networking technologies is a fundamental requirement that enables electronic communication in a business environment.





Hardcopy Individual Personal Computer (PC) input, storage and creation

Computers on network


Thin client Consumerized smart device (tablets and smart phones) See “Disruptive Information Technologies” report

http://www.aia-aerospace.org/economics/reports_white_papers/archive_2010/




WikiWikis allow employees to convert their tacit knowledge into an explicit form that can be used and enhanced by others (e.g., dynamic web content).





Wiki limited exposure

Internal wikis used to create a common Store of explicit knowledge.

Enterprise-wide use of Internal wikis

Enterprise-wide use of internal and industry wikis

Web-Collaboration Work SpacesWeb-based collaboration tools allow teams of employees with common goals to work together and convert their tacit knowledge into an explicit form (e.g., structured and unstructured files).





None None Local workspaces Integrated workspace

Available enterprise-wide integrated collaborative workspace

Mature use of an integrated collaborative workspace

Product Data Management SystemsProduct Data management and product life cycle systems manage the explicit form of product knowledge (e.g., metadata and artifacts).





None Local file storage Local management

Defined product data management systems and tools

Enterprise-wide usage of defined product data management systems and tools

Systematic usage of PDM


Database & Audio-Video Knowledge CaptureKnowledge capture tools allow employees to record their tacit knowledge into an explicit audio or video form and store it in a database that can be used by others.





None Unmanaged individually captured and in potentially unsharable and unreadable formats

Locally managed, individually captured and in potentially unsharable and unreadable formats

Enterprise-wide defined policy for knowledge capture, management and sharing

Enterprise-wide policy for knowledge capture, management and sharing implemented

Systematically optimized knowledge capture review and rationalization across the enterprise

Knowledge Search Toolssearch systems that crawl through knowledge repositories allow employees to more easily discover and use explicit forms of knowledge (e.g., as opposed to needing to know a priori where it has been stored by others).





None Search Locally managed and/or individually searched within a tool

Defined enterprise-wide integrated search capability

Integration of knowledge management

Ongoing execution of adding internal and external knowledge repositories to the enterprise-wide search environment

Storage Systems (Data, Audio, Video)storage systems provide a scalable mechanism to store and manage vast amounts of knowledge electronically for future use.





No storage system

Local storage Shared storage Enterprise policies for storage management are defined

Deployed strategic storage management across the enterprise

Systematic Long-term Archival and Retention (LOTAR) of knowledge


Social Media Solutionssocial media (e.g., blogging, micro-blogging (tweeting), friending, liking) allow employees to build and share tacit awareness of knowledge links as well as linked explicit knowledge repositories.





No social media Ad hoc used of social media by individuals, disregard for any risk associated with its use

Use of social media locally managed, with little or no guidance from enterprise policies

Defined policies for use of social media for enterprise collaboration through the linking of tacit and explicit knowledge

Use of social media according to enterprise-defined policies for the linking of tacit and explicit knowledge

Ubiquitous, optimized and effective use of social media, integrated with existing knowledge management tools

Individual Consumer Devicesindividual consumer devices (e.g., smart phones and tablets) used for business allow employees to maintain a more comprehensive online connectivity and awareness to all forms of knowledge.





No policy or awareness of risk

Some awareness of risk with little or no use management

Local management of consumer-based devices in use

Policy for the use and risk management of consumer-based devices is defined

Policy for the use and risk management of consumer-based devices are implemented

Consumerized devices are an enabler to enhance mobility and connectivity


K e y C o n s i D e r aT i o n s

Improving the Management of Human Capitalit is recommended that an enterprise should assess its maturity against the KPis and establish the level of capability that is required to effectively manage its risk.

any gaps or shortfalls can then be assessed to establish an improvement plan, which may involve the development and implementation of enterprise policies and procedures and the corresponding training of staff.

using the matrix in appendix b, an enterprise can also identify the specific technologies that may contribute to the necessary improvement.

Governancefor business and national security reasons, it may be necessary to ensure that an enterprise’s human Capital management maturity matrix level be maintained at some minimum level. in these cases a specific minimum level of human Capital Capability maturity matrix may be identified by an enterprise’s internal business process requirements or mandated by contractual obligations.

The enforcement of contractual obligations to Capture/use/manage intellectual capital must be pushed down to the lowest tier supplier. lower tier suppliers who cannot reach/maintain the human Capital Capability maturity matrix level mandated on their organizations must do one of the following. The lowest tier supplier has the option to:

n store knowledge escrow with third party.

n allow immediate prime to store the knowledge.

n establish the capability to store the knowledge themselves.


a P P e n D i x a : T h e h u m a n C a P i Ta l m a n aG e m e n T m aT u r i T y m aT r i x

Category CMM Level-> Level 0 Level 1 Level 2 Level 3 Level 4 Level 5

Key Performance Indicator Initial Managed

Qualitatively Defined



Capture

Appendix B

Employee skills identified

No action Employees know their own skill set, however they have not captured them

Unstructured identification and capture of skill set (e.g., resume)

Structured skills identification and capture (e.g., recorded in HR system)

Annual employee skills identified, captured, and managed

Skills identified, captured, and managed continuously

Capture

Appendix B

Critical business skill requirements Identified

No action Immediate manager knows skills needed for job

Immediate manager defines critical vs. non-critical Skills

Enterprise-wide process for identifying critical Skills with knowledge sources defined

Critical skills and knowledge sources defined, captured, and reviewed annually by the enterprise

All current critical skills and knowledge sources defined and Future requirements Identified

Capture

Appendix B

The enterprise has a plan to retain existing critical skills and acquire new critical skills as needed

No plan exists


Immediate manager has template plan in place to retain critical vs. non-critical skills

Enterprise-wide plan to retain critical skills with knowledge sources defined

Enterprise-wide plan to retain in an explicit form critical skills with knowledge sources implemented and reviewed annually

Enterprise-wide plan to retain existing and acquire new critical skills with explicit knowledge sources implemented and reviewed annually

Capture

Appendix B

Preparedness for unexpected loss of critical tacit knowledge Unexpected loss of an employee









Capture

Appendix B

Preparedness for planned or expected loss of critical tacit knowledge—expected loss of an employee



Immediate manager has established some job function redundancy and executes a knowledge exchange

Enterprise-wide policy for executing a knowledge retention plan when a employee is known to be leaving

Enterprise-wide Human Resources is aware of an employee’s unavailability because of retirement eligibility, illness, dismissal, force reduction, etc. and takes the action to inform management of a potential knowledge loss to ensure a knowledge retention plan is executed as per policy

Enterprise-wide system that routinely captures and retains, and manages tacit knowledge in an explicit form

Capture

Appendix B

Tacit knowledge retention

No capability

Ad hoc tacit knowledge transfer between individuals

Immediate manager manages tacit knowledge transfer (e.g., job rotation plan, mentoring, etc.)

Enterprise-wide tacit knowledge capture capability and policy are defined

Enterprise-wide tacit knowledge capture is performed as per policy

Enterprise-wide tacit knowledge is routinely captured stored, and managed in explicit form

Capture

Appendix B

Copies of all technical documents and objects are retained




Enterprise-wide technical data retention policy defined

Enterprise-wide technical knowledge is captured as a required action per policy

Enterprise-wide technical knowledge, documents and object are captured as a required action per policy Automated application of policy where applicable



Capture

Appendix B

Copies of all business related documents and objects are retained


Ad hoc enforcement for individual retention of documents and object

Local policies for retention of documents and objects in a shared repository.

Enterprise-wide business information retention policy defined

Enterprise-wide business knowledge is captured as a required action per policy.

Enterprise-wide business knowledge, documents and object are captured as a required action per policy. Automated application of policy where applicable

Capture

Appendix B

Relevant com-munications and collabora-tion (such as email, chat, recorded audio, recorded video and letters) are retained

Non-enforced individual retention of communica-tions and collabora-tion objects only.

Ad hoc enforce-ment for individual retention of communica-tions and collabora-tion objects

Local policies for retention of communi-cations and collaboration objects in a shared repository.

Enterprise-wide reten-tion policy defined for communica-tions and collaboration content

Enterprise-wide commu-nications and collaboration knowledge is captured as a required action per policy

Enterprise-wide business knowledge, documents and object are captured as a required action per policy. (automated application of policy where applicable)

Manage

Appendix B

Disaster recovery plans are in place to prevent the loss and maintain accessibility to explicit knowledge maintained internally

No action Ad hoc individual back-up of retention of relevant explicit knowledge, documents and objects

Local policies for back-up, archival and retrieval of relevant explicit knowledge, documents and objects

Enterprise-wide policies and procedures are defined for back-ups, archival and retrieval of relevant explicit knowledge, documents and objects

Enterprise-wide policies and procedures are implemented for back-ups, archival and retrieval of relevant explicit knowledge, documents and objects

Automated fail-over practices in place

Manage

Appendix B

Disaster recovery plans are in place to prevent the loss and maintain accessibility to tacit knowledge maintained internally


Immediate manager is aware of need for cross-training and rotation of duties

Local policies for geographic distribution of human capital and their tacit knowledge

Enterprise-wide geographic distribution of human capital and their tacit knowledge policy defined

Enterprise-wide geographic distribution of human capital and their tacit knowledge required action per policy

Geograph-ically dis-persed staff that can sup-port critical tasks



Manage

Appendix B

Disaster recovery plans are in place to prevent the loss and maintain accessibility to all knowledge maintained externally by third party

Unprepared loss of a third party service

Individual specific plan defined for unexpected loss of a third party service

Local site plan defined for unexpected loss of third party services

Enterprise-wide policy and procedures defined for unexpected loss of any third party services

Enterprise-wide policy and procedures applied with third party to insure access to all needed knowledge

Assured access to external knowledge supported (e.g., escrow for explicit knowledge)

Manage

Appendix B

Training in place for all employees to ensure all are aware of the importance of knowledge retention

No training Ad hoc training for specific task

Local site based training

Enterprise-wide systemic based training policy

Enterprise-wide systemic based training applied to all staff

Well trained employees with regular training refresh

Manage

Appendix B

Knowledge retained electronically is accurate and complete

Not validated

Ad hoc validation of knowledge accuracy and com-pleteness

Planned validation of knowledge accuracy and completeness

Enterprise-wide policy and pro-cedures defined for validating accuracy and com-pleteness of knowledge

Enterprise-wide policy and proce-dures applied for validating accuracy and completeness of knowledge

Knowledge system-atically reviewed for accuracy and complete-ness

Manage

Appendix B

Knowledge retained electronically is kept relevant

Not validated

Ad hoc validation of knowledge relevance assessment

Planned validation of knowledge relevance assessment

Enterprise-wide policy and procedures defined for validating relevance of knowledge

Enterprise-wide policy and procedures applied for validating relevance of knowledge

Knowledge is systemati-cally tracked and reviewed for continued relevance (e.g., social media tag-ging for use-ful content)

Manage

Appendix B

Knowledge retained electronically is stored in a reliable way, taking into account integrity and access control while maintaining it in an accessible and usable form

Knowledge is stored in an unmanaged way

Individuals reliably manage knowledge storage and access control

Local site based reliably managed knowledge storage and access control

Enterprise-wide policy and procedures defined for reliably managed knowledge storage and access control

Enterprise-wide policy and procedures applied to reliably manage knowledge storage and access control

Knowledge system-atically reviewed for integ-rity, access control, and usability



Use

Appendix B

Relevant knowledge is accessible (Pull) or distributed (Push) in a convenient and timely manner

Knowledge is not used because it is not easily accessible or it is not distributed

Ad hoc distribution and access

Local awareness of how to effectively access and use knowledge repositories

Enterprise-wide awareness, availability of knowledge repositories and distribution channels for knowledge defined

Enterprise-wide awareness, availability and use of knowledge repositories and distribution of knowledge

Knowledge is seamlessly available, accessible and/or distributed to those who need to know

eDis-covery/Preserve

Appendix B

Knowledge retention policies and processes are compliant with eDiscovery

Knowledge retention policies do not exist

Individual identifica-tion and retention of relevant objects only

Local policies for retention of communi-cations and collaboration objects

Enterprise-wide com-munications and collabo-ration data preserva-tion reten-tion policy defined

Enterprise-wide commu-nications and collaboration data preser-vation reten-tion policy implemented

Integrated search for and pres-ervation of knowledge seamlessly supports eDiscovery


a P P e n D i x b : T h e T o o l s T o s u P P o r T m aT u r i T y l e v e l s


Tools Tools to support maturity level

None Individual non-shared storage on a local computer drive

Local policy and/or basic computer file system some shared or networked file system capability


Enterprise-wide poli-cies, proce-dures and standards for knowl-edge cap-ture, man-agement and use of knowledge


1 Network Hardcopy Individual Personal Computer (PC) input, storage and creation



Thin client Consumer-ized smart device (tablets and smart phones) See “Disruptive Information Technologies” report

2 Wiki Wiki-limited exposure

Internal wikis used to create a common store of explicit knowledge

Enterprise-wide use of internal wikis

Enterprise-wide use of internal and industry wikis

3 Web-collaboration work spaces

None None Local workspaces

Integrated workspace

Available enterprise-wide inte-grated col-laborative workspace

Mature use of an integrated collaborative workspace

4 PDM None Local file storage

Locally management

Defined product data management systems and tools

Enterprise-wide usage of defined product data man-agement systems and tools

Systematic usage of PDM







5 Database, audio-based, video-based knowledge capture

None Unmanaged individually captured and in potentially unsharable and unreadable formats

Locally managed individually captured and in potentially unsharable and unreadable formats

Enterprise-wide defined policy for knowledge capture, management and sharing

Enterprise-wide policy for knowl-edge cap-ture, man-agement and sharing implemented

System-atically opti-mized knowl-edge capture review and rational-ization across the enterprise

6 Knowledge search tools

None Search Locally managed individually search within a tool

Defined enterprise-wide integrated search capability

Integration of knowl-edge man-agement

Ongoing execution of adding internal and external knowledge repositories to the enterprise-wide search environment

7 Storage (Data, Audio, Video)

No storage system

Local storage Shared storage

Enterprise policies for storage management are defend

Deployed strategic storage manage-ment across the enterprise

Systematic Long-term Archival and Retention (LOTAR) of knowledge

8 Social media solutions (Such as: blogging, micro blogging, friending, tweeting, favoriting)

No social media

Ad hoc use of social media by individuals, disregard for any risk associated with its use

Use of social media locally managed, with little or no guidance from enterprise policies

Defined policies for use of social media for enterprise collaboration through the linking of tacit and explicit knowledge

Use of social media according to enterprise-defined policies for the linking of tacit and explicit knowledge

Ubiquitous, optimized and effective use of social media, integrated with existing knowledge management tools

9 Individual consumer devices used for business

No policy or aware-ness of risk

Some awareness of risk with little or no use management

Local management of consumer-based devices are in use

Policy for the use and risk management of consumer-based devices are defined

Policy for the use and risk man-agement of consumer-based devices are implemented

Consumer-ized devices are an enabler to enhance mobility and connectivity


a e ro s PaC e i n D u s T r i e s a s s o C i aT i o n

founded in 1919, the aerospace industries association of america is the most authoritative and influential trade association representing the aerospace and defense industry. The association is the leading voice for the industry on Capitol hill, within the administration, and internationally.

in times like these, aia’s strong representation and advocacy is essential to protecting the business interests of the nation’s aerospace and defense industry, while helping to establish new opportunities for growth.

aia represents nearly 350 aerospace and defense manufacturers and suppliers. The association is at the forefront of critical issues, such as ensuring a strong u.s. industrial base, advocating for defense modernization and acquisition reform, increasing deployment of next Generation air Transportation system technologies and equipment, modernizing export controls, and obtaining additional resources for aeronautics research and space exploration.

unlike many other associations, chief executive officers of member companies and their senior managers define and drive aia’s agenda. Working together, the association shapes regulatory and legislative policies, and is a leader in developing and publishing national aerospace standards that are used in aerospace design and manufacturing across the globe.

The aerospace and defense industry supports and drives our nation’s economy. it fuels innovation, creates competition, and employs millions of americans. aia is proud to represent our members and our nation.

To learn more about aia and the benefits of membership, visit www.aia-aerospace.org


aar manufacturing, inc.

accenture

acutec Precision machining

aero-mark, llC

aerojet

aerovironment, inc.

aGC aerospace & Defense

airDat llC

alcoa Defense

align aerospace, llC

alion science & Technology

allfast fastening systems, inc.

alliant Techsystems, inc. (aTK)

allied barton security services

american Pacific Corporation

amsafe aviation

amT ii Corporation

analytical Graphics, inc.

ansys, inc.

aurora flight sciences

ausCo, inc.

b&e Group, llC

b/e aerospace, inc.

bae systems

barnes Group

belcan advanced engineering and Technologies

boeing Company

bombardier aerospace

broad reach engineering Company

brs aerospace

Cae usa inc.

Castle metals aerospace

Celestica Corporation

Certon software, inc.

Chromalloy

CirCor international inc.

Click bond, inc.

Cobham

Colt Defense, llC

Computer sciences Corporation (CsC)

Comtech aeroastro, inc.

Crown, inc.

Cubic Defense applications, inc.

Curtiss-Wright Corporation

Curtiss-Wright Controls, inc.

metal improvement Company

Deloitte Consulting llP

DigitalGlobe

Ducommun incorporated

DuPont Company

eaton Corporation

elbit systems of america

embraer aircraft holding inc.

erickson air-Crane incorporated

esi north america

esis, inc.

esterline Technologies

exostar llC

flextronics international usa

flightsafety international inc.

fTG Circuits, inc.

Galactic ventures llC

General atomics aeronautical systems, inc.

General Dynamics Corporation

General electric aviation

Gentex

Goodrich Corporation

Groen brothers aviation inc.

Guardsmark, llC

harris Corporation

hCl america

heiCo Corporation

hexcel Corporation

hi-shear Technology Corporation

hiTCo Carbon Composites

honeywell aerospace

hP enterprise services, aerospace

hydra electric Company

ibm Corporation

ieC electronics Corp

infotech

integral systems, inc.

iTT exelis

Jabil Defense & aerospace services llC

Kaman aerospace Corporation

KemeT

KPmG llP

l-3 Communications Corporation

lai international, inc.

lmi aerospace inc.

lockheed martin Corporation

AIA Member Companies


lord Corporation

marotta Controls, inc.

meggitt-usa, inc

metron aviation inc.

micro-Coax, inc.

moog, inc.

natel engineering Co. inc.

nobleTek

norDam

northrop Grumman Corporation

nyloK Corporation

o’neil & associates

omega air, inc.

oracle usa, inc.

osi systems, inc.

Pacifica engineering, inc.

Pall aeropower Corporation

Paragon space Development Corporation

ParTsolutions, llC

Parker aerospace

Pinkerton Government services, inc.

Plexus Corporation

PPG aerospace-sierracin Corporation

PrTm, llC

PTC

PWC aerospace & Defense advisory services

Qwaltec

raf Tabtronics, llC

raytheon Company

realization Technologies inc.

remmele engineering, inc.

rhinestahl Corporation

rix industries

rockwell Collins

rolls-royce north america inc.

rTi international metals, inc.

sanmina-sCi Corporation

saP Public services

satair

sCb Training Center, inc.

science applications international Corporation

siemens Plm software

sierra nevada Corporation, space systems

sifCo industries, inc.

sila solutions Group

siTa

sm&a

space exploration Technologies Corporation

sparton Corporation

spirit aerosystems

Tech manufacturing llC

Textron inc.

The si organization, inc.

Therm, inc.

TimCo aviation services inc.

Timken aerospace Transmissions, llC

Triumph Group, inc.

aerospace systems Group

aftermarket services Group

ufC aerospace

united Technologies Corporation

Pratt & Whitney

sikorsky

hamilton sundstrand

valent aerostructures

vermont Composites inc.

W. l. Gore & associates, inc.

Wesco aircraft hardware Corp.

WiPro Technologies

Woodward, inc.

xerox Corporation


300 below

3m Company

a.T. Kearney Public sector & Defense services llC

acme industrial Company

aDi american Distributors, inc.

aeronautical systems, inc.

aerospace alloys, inc.

aerospace Joint apprenticeship Committee (aJaC)

aerospacemall.com

air industries machining Corporation

airborn operating l.P.

alcoa fastening systems

allen aircraft Products, inc.

altemp alloys, inc.

american brazing

ami metals, inc.

aPv manufacturing & engineering Co.

arinC engineering services llC

arkwin industries, inc.

asia Pacific engineering Consulting services, llC

astro-med, inc.

astronautics Corporation of america

aTC aerospace

athena manufacturing, lP

banneker industries, inc.

benchmark electronics, inc.

brogdon Tool & Die, inc.

brPh architects & engineers

bTC electronic Components

California manufacturing Technology Consulting

CDG

Celltron inc.

Cherokee nation Distributors

CiT aerospace

CmC electronics

Co-operative industries Defense, llC

Coalition solutions integrated, inc.

Consolidated Precision Products

CPi aero

Crawford & Company (formerly furniture resources)

Crestwood Technology Group

Dassault systemes

Data Conversion laboratory, inc.

Dayton T. brown inc.

electronic/fasteners, inc.

embry-riddle aeronautical university

emhart Teknologies

black & Decker Company

ensCo, inc.

essner manufacturing, l.P.

eTa Global, inc.

exotic metals forming Company llC

fluor Corporation

freedom alloys

frontier electronic systems Corporation

future metals, llC

G.s. Precision, inc.

General Products

Glovia international

h&s swansons’ Tool Company

haas TCm/avchem

hCl Technologies

hDl research lab, inc.

hi-Temp insulation inc.

houlihan lokey

hughes bros. aircrafters, inc.

industrial metals intl. ltd.

infotech enterprises america inc.

infoTrust Group

ingenium

inmedius

interConnect Wiring

international Technegroup inc. (TranscenData Division)

intrepid learning solutions

iTW CiP

Janes Capital Partners

Jrh electronics, llC.

Kennametal inc.

Kubotek usa

Kulite semiconductor Products, inc.

lintech Components Co., inc.

loos & Co., inc.

maG industrial automation systems, llC

AIA Associate Member Companies


maine machine Products Co., inc.

materion

mcCann aerospace machining Corporation

meehan electronics Corporation

meyer Tool inc.

microsemi Corporation

mid-state aerospace inc.

millitech, inc.

moritz aerospace, inc.

monogram aerospace fasteners

montana metal Products, llC

morris machine Company, inc.

morton manufacturing

national machine Group

national utilities Company

new breed Corporation

norfil manufacturing, inc.

north shore Components, inc.

o’neil & associates, inc.

oceanit

ohio aerospace institute

orion industries

P3 – north america Consulting limited

Parkway Products, inc.

PCC airfoils, llC

Pelican Products, inc.

Perillo industries, inc.

Phillips screw Company

Plymouth engineered shapes

Precision Gear

Precision Tube bending

Premier Precision Group

ram Company

renaissance services

renaissance strategic advisors ii, llC

rocker industries

rubbercraft

safran usa

samuel aerospace metals

scot forge Corporation

sDl (formerly xyenterprise)

sea air space machining & molding ( formerly named north Cape rim manufacturing)

seaKr engineering

seal science, inc.

sechan electronics, inc.

selex Galileo inc.

senior aerospace

serco inc.

service steel aerospace

servotronics, inc.

shapes aerospace international

sigma metals, inc.

smT Corp

southern manufacturing Technologies

spincraft

spirit electronics, inc.

sPx Precision Components

sugasawa Corporation

sulzer metco (us) inc.

sunshine metals, inc.

swift engineering

synchronous aerospace Group

sypris electronics

systec

Tactair fluid Controls

TCs america

Techsolve, inc.

TeK Precision Co. ltd.

Telephonics Corporation

The ferco Group

The World academy

Thermacore, inc.

ThyssenKrupp aerospace north america

TiGhiTCo, inc.

Tiodize Co., inc.

Tri Polus inc.

Tsi Group inc.

Tsi Plastics, inc.

TTi, inc.

TTm Technologies, inc.

TW metals

ufP Technologies

umbra Cuscinetti, inc.

university of Tennessee – aerospace Defense Clearing house

venture aircraft, llC

visTaGy

vT Group, inc.

vulcanium metals incorporated

Whitcraft llC

Windings, inc.

x-ray industries

yarde metals

Aerospace Industries Association1000 Wilson Boulevard, Suite 1700

Arlington, VA 22209-3928703-358-1000

www.aia-aerospace.org

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